A high performance culture is one with high employee engagement, transparent and open communications, timely information sharing, individual ownership, and one in which innovation and creativity is celebrated.

1. THE RISE OF THE
ENGAGED EMPLOYEE
Gallup’s research shows that employee engagement is strongly connected to an organisation’s success across
productivity, profitability and customer engagement. Successful employee engagement is not conducting an
annual employee climate survey. Organisations who rate high for employee engagement have created a culture of
continuous collaboration and feedback.
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Business outcomes are typically delivered by teams who to do so successfully must build relationships, understand
each person’s role and strength, work cross-functionally, innovate, share ideas and communicate = a high
performance culture.
A high performance culture is one with high employee engagement, transparent and open communications,
timely information sharing, individual ownership, and one in which innovation and creativity is celebrated.
Engaging employees drives real business outcomes – what strategies and tactics are you applying to create a
culture of engagement?
Set out below we have compiled some great articles and statistics.
Recommended Employee Engagement Articles
The Two Sides of Employee Engagement (Harvard Business Review)
How measuring just perceptions or behaviours can mischaracterise individual employee engagement.
Turn Employee Voice Into Action (IBM Kenexa)
Continuously listen, analyse and act on employee insights to improve business performance.
Workplace Coach: Cultivating employee engagement pays off in retention (Denver Post)
This article discusses how a local council who focused on employee engagement obtained amazing measureable
results:
 Engagement increased to 73 percent from 55 percent during the same period.
 Turnover dropped to 1.6 percent in 2015 from 42 the year before.
Culture and engagement: the naked organization (Deloitte)
Key messages of this report are:
 Organizations that create a culture defined by meaningful work, deep employee engagement, job and
organizational fit, and strong leadership are outperforming their peers and will likely beat their
competition in attracting top talent.

2.  Culture and engagement is the most important issue companies face around the world. 87 percent of
organizations cite culture and engagement as one of their top challenges, and 50 percent call the problem
“very important.”
 In an era of heightened corporate transparency, greater workforce mobility, and severe skills shortages,
culture, engagement, and retention have emerged as top issues for business leaders. These issues are not
simply an HR problem.
2016 Trends in Global Employee Engagement (Aon Hewitt)
Aon Hewitt s research spans over 60 industries, more than 1,000 organisations, and examines feedback gathered
from more than four million employees around the world. This report looks at how engagement has changed over
the last year and what forces are causing that change.
White Paper: Building a High-Performing Workforce (Press Ganey)
Press Ganey, a healthcare consulting firm, share their data and recommendations on the importance of employee
engagement within the health sector and how is positively correlates to patient experience.
Recommended Employee Engagement Statistics
 Only 32.7% of U.S. workers were engaged in their jobs (Gallup)
 47% of employees are likely to look for a new job in the next year (Aflac)
 42% of millennials expect to change jobs at least every 1 to 3 years (Jobvite)
 44% of Millennials say, if given the choice, they expect to leave their current employers in the next two
years (Deloitte)
 37% of engaged employees would consider leaving for a 20% raise or less, compared to 54% of actively
disengaged employees (Gallup)
 Only 1 in 150 employees who say their organisation does not have a set of values are fully engaged
(Modern Survey)
 54% of millennials say their loyalty to employers is influenced by how much their employer cares about
their well-being (PwC)
 70% of employees ranked being empowered to take action at work when a problem or opportunity arose
as an important element of their engagement (SHRM)
 Higher workplace engagement leads to 37% lower absenteeism, 41% fewer safety incidents, and 41%
fewer quality defects (Gallup)
 Employees who believe their managers can name their strengths are 71% more likely to feel engaged and
energised (The VIA Institute on Character)
 50% of employees say bosses sharing information and data has a significantly positive impact on
productivity and motivation (HubSpot)
 80% of HR pros say that employee engagement is an important area of focus for their organization
(Temkin Group)
 Business units with high employee engagement have 28% less internal theft and 21% higher productivity
(Gallup)
 46% of organisations with 100+ employees survey annually and 16% never measure engagement (Modern
Survey)